As AI embeds itself into organisations, the focus shifts to the human capabilities it cannot replace. Nicki Morris explores five priorities for workforce development: AI literacy, clear communication and prompting, reflective critical thinking, emotional and ethical judgement, and creativity. For L&D teams, the challenge is building these skills at scale.

There was no single moment when work changed, no announcement, no countdown; it just did. As AI quietly embeds itself into organisations, workflows and leadership decisions, the numbers tell a striking story. McKinsey research sizes the long-term AI opportunity at $4.4 trillion in added productivity growth potential from corporate use cases, marking a global transformation that goes far beyond technology.

If organisations want to remain competitive, these power skills are rapidly emerging as essential priorities

The question facing employers is no longer whether AI will reshape the workforce, but which human capabilities will remain indispensable, and how they can be developed at scale. According to many voices in the people space, it’s mostly about what we tend to refer to as “soft skills”. One such voice is Jen Paterno, Senior Behavioural Scientist at CoachHub, who says the word “soft” is misleading. She, among other industry experts, has begun highlighting emotional intelligence, curiosity and social influence as “Power Skills”. This term, it’s suggested, respects these skills as “the foundation of leadership in a world transformed by automation.”

If organisations want to remain competitive, these power skills are rapidly emerging as essential priorities for workforce development, particularly for L&D teams designing the next generation of learning programmes.

Updating staff’s digital literacy

There is a familiar phrase circulating in business discussions: AI will not take your job, but someone who knows how to use it will. While it might be cliché, the phrase reflects an important truth. As AI tools become embedded across industries, organisations need employees who can apply them effectively and responsibly.

However, most organisations are struggling to keep pace. Randstad’s Global Survey reports that job postings requiring AI skills have increased by more than 2,000% since March 2023. Yet only 13% of employees have received formal AI training. This widening gap presents both a risk and an opportunity. Businesses that prioritise AI literacy will likely gain a significant competitive advantage. For L&D experts, this means embedding AI capability into everyday learning journeys, rather than treating it as a standalone technical topic.

Over reliance on AI for communication?

AI platforms are increasingly being used to draft emails, summarise reports, and refine written content. But this growing reliance doesn’t reduce the importance of communication skills; it arguably strengthens them.

Effective communication remains essential for in-person interactions, such as meetings, negotiations and conferences, where AI can’t yet mediate human dynamics. But perhaps more importantly, they need to be able to communicate with AI effectively. The quality of AI output relies on the clarity of instructions it’s given.

An employee’s ability to articulate clearly with AI requires strong communication skills, whilst also improving the efficacy of person-to-person communication within a business. Learning programmes must develop both human communication and “AI fluency,” including prompt design and critical evaluation of outputs.

The human skills

Among the skills that separate human contribution from AI output, critical thinking is possibly the most valuable. AI can analyse meeting notes, agendas, identify patterns and make recommendations; however, only when it is asked to.

Human curiosity drives the questions that unlock AI’s full potential. It also enables employees to identify risks, uncover opportunities and strategically apply insights. Teams that develop strong reflective and analytical skills are more likely to spot problems before they escalate and create forward-thinking solutions.

Developing these capabilities does not require complex training. The concept of Reflective Intelligence refers to “the ability to pause, analyse one’s experience, and extract insight. It is awareness in motion, the skill that keeps learning alive in a fast, automated world.” The keyword here is pause; real reflection requires space to think, and simple company policies of taking time to analyse a meeting can significantly strengthen critical thinking.

Decisions, decisions, decisions

Certain responsibilities shouldn’t, or legally cannot, be delegated to AI. Decisions relating to wellbeing or ethical judgment require human oversight and empathy that AI cannot provide.

Emotional intelligence plays a daily role in workplace relationships and employees must be able to recognise emotional cues and manage relationships as these skills directly correlate to team cohesion, engagement and retention.

Despite its importance, emotional intelligence remains a fairly rare trait. According to Forbes, only 36% of professionals demonstrate strong emotional intelligence, even though over 90% of top performers score highly in it. This gap highlights a development opportunity for organisations looking to create a more cohesive and positive working environment.

Ethical intelligence is equally critical, and while organisations may consult AI in decision-making, accountability remains a human responsibility. When outcomes can impact people’s lives, human judgment must govern final outcomes. Training workplaces on ethics and reasoning helps organisations make responsible decisions without the reliance on an algorithm. These are areas where experiential learning, coaching and scenario-based training play a critical role.

Owning creativity

AI can produce artwork, music, marketing content and business strategies in seconds; however, its creativities are reactive and must be input, it cannot originate inspiration or independent imagination.

Human creativity shapes strategic thinking, problem-solving and interpersonal leadership styles. Creativity can also take the form of data analysis, financial modelling, motivation and engagement. Building a foundation of creativity helps an organisation across all departments, as it helps generate fresh ideas which improve efficiency. Creativity strengthens resilience, enabling employees to adapt to new circumstances and respond constructively, which is an increasingly valued trait in an AI-driven environment. As a result, L&D teams are increasingly being challenged to create environments where experimentation and creative thinking are actively practised, not just encouraged.

The theme for people development professionals

A common theme connects all five of these skills; they are characteristics typically associated with great leadership. As AI continues to consume the repetitive, administrative aspects of jobs, human roles will be increasingly focused on judgment, empathy, strategy and innovation.

Organisations are moving toward preparing workforces for a future in which human contribution is defined less by execution and more by insight, responsibility and creativity.

While fully automated workplaces remain distant, AI is already transforming how work is performed. Organisations that proactively develop human capabilities, through focused, continuous learning strategies, will be better positioned to harness AI’s potential while preserving the uniquely human strengths that technology cannot replicate.

Nicki Morris is Event Director of HR Technologies UK

These themes will be explored in greater depth at HR Technologies UK 2026, which returns to ExCeL London on 29-30 April 2026 and is co-located with Learning Technologies UK

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